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MKT Sonnet 110611102739 Phpapp01 PDF
MKT Sonnet 110611102739 Phpapp01 PDF
ABHISHEK SRIVASTAVA
BEENA VENUGOPALAN
JOTINDER SINGH
NISHANT DHORELIYA
RADHA A
SOUBHAGYA RATH
YOGESHWAR DUTT
002
012
022
032
042
052
062
EXECUTIVE SUMMARY
Nestl India is a subsidiary of Nestl S.A. of Switzerland. With six factories and a large
number of co-packers, Nestl India is a vibrant Company that provides consumers in India
with products of global standards and is committed to long-term sustainable growth and
shareholder satisfaction. The company is known for its brands in the Milk Products &
Nutrition, Prepared Dishes & Cooking Aids, and Chocolates & Confectionery segments.
Nestl leads the value sales of noodles in India with a market share of 79.3%. A testament to
Nestl's domination of the sales of plain noodles is the fact that for its instant noodles brand
Maggi, among all its global offices, India accounts for the highest level of volume sales for
the company.
This marketing plan analyses the current marketing mix of Maggi Noodles, studies the
popularity of the two new health variants Vegetable Atta and Dal Atta Noodles and makes
suggestions with regard to introducing a new brand Cup O Maggi in the cup noodles
segment. Various tools like surveys and secondary sources of information have been utilized
for the purpose of this analysis.
TABLE OF CONTENTS
2. SITUATION ANALYSIS..................................................................................................... 5
2.1 Market Summary............................................................................................................ 5
2.1.1 TARGET MARKETS ........................................................................................... 5
2.1.2 MARKET DEMOGRAPHICS ............................................................................. 5
2.1.3 MARKET NEEDS ................................................................................................. 6
2.1.4 MARKET TRENDS .............................................................................................. 6
2.1.5 MARKET GROWTH............................................................................................ 8
2.2 SWOT............................................................................................................................ 10
2.3 COMPETITION........................................................................................................... 11
2.3.1 TOP RAMEN ....................................................................................................... 11
2.3.2 ITC SUNFEAST PASTA .................................................................................... 11
2.4 CURRENT MAGGI NOODLES BRAND................................................................... 12
IDENTITY/KAPFERERS PRISM................................................................................... 12
2.5 PRODUCT OFFERING .............................................................................................. 13
2.6 PRODUCT DISTRIBUTION ...................................................................................... 13
2.7 KEYS TO SUCCESS.................................................................................................... 14
2.7 CRITICAL ISSUES AND CHALLENGES ................................................................ 14
3. MARKETING STRATEGY............................................................................................. 15
3.1 MISSION...................................................................................................................... 15
3.2 MARKETING OBJECTIVES ..................................................................................... 15
3.3 INDUSTRY SEGMENTATION .................................................................................. 16
3.4 TARGET SEGMENTS FOR MAGGI NOODLES ..................................................... 22
3.4.1 MAGGI 2 MINUTE NOODLES ........................................................................ 22
3.4.2 MAGGI CUP O NOODLES ............................................................................... 23
3.5 POSITIONING OF MAGGI ....................................................................................... 23
3.5.1 MAGGI 2 MINUTE NOODLES ........................................................................ 23
3.5.2 CUP O MAGGI.................................................................................................... 23
4. MARKETING MIX .......................................................................................................... 24
4.1 CONSUMER SOLUTION ........................................................................................... 24
4.1.1 IMPROVING THE DAL ATTA VARIANT..................................................... 24
4.1.2 NEW PRODUCT: THE CUP-O-MAGGI ......................................................... 24
4.1.3 PACKAGING ...................................................................................................... 24
4.2 CONSUMER COST ..................................................................................................... 25
4.3 CONVENIENCE.......................................................................................................... 26
4.4 COMMUNICATION.................................................................................................... 27
4.5 MARKETING RESEARCH ........................................................................................ 28
5. FINANCIALS .................................................................................................................... 31
5.1 BREAKEVEN ANALYSIS OF A 100 TONNE CAPACITY PLANT OF CUP O
MAGGI NOODLES ........................................................................................................... 31
5.1.1 BREAK-EVEN ANALYSIS................................................................................ 31
FINAL TOTAL COST ANALYSIS ............................................................................ 33
5.1.2 ANALYTICAL BREAK-EVEN ANALYSIS.................................................... 33
5.1.3 GRAPHICAL BREAK-EVEN ANALYSIS ...................................................... 34
5.2 SALES FORECAST..................................................................................................... 34
APPENDIX A: INDIAN INSTANT NOODLES MARKET GROWTH GRAPHS ........ 36
APPENDIX B: NESTLE MAGGI NOODLES FORECAST RETAIL SALES .............. 37
1. INTRODUCTION
Ever since its launch in India in 1983, this brand has become synonymous with noodles. The
bright red and yellow colours of the packet with the brilliant blue 2-minute Noodles
printed on it has found a place on every kitchen. Over the years, Maggi has grown as a brand
and positioned itself as a Fast to cook! Good to Eat! food product.
The history of this brand traces back to the 19th century when industrial revolution in
Switzerland created factory jobs for women, who were therefore left with very little time to
prepare meals. Due to this growing problem Swiss Public Welfare Society asked a miller
named Julius Maggi to create a vegetable food product that would be quick to prepare and
easy to digest. Julius, the son of an Italian immigrant came up with a formula to bring added
taste to meals in 1863. Soon after he was commissioned by the Swiss Public Welfare Society,
he came up with two instant pea soups & a bean soup- the first launch of Maggi brand of
instant foods in 1882-83.Towards the end of the century, Maggi company was producing not
just powdered soups, but bouillon cubes, sauces and other flavourings.
However in India (the largest consumer of Maggi noodles in the world!) it was launched in
1980 by Nestle group of companies. Maggie had merged with Nestle family in 1947.
When launched it had to face a stiff competition from the ready to eat snack segments like
biscuits, wafers etc. Also it had other competitor the so called home made snacks which are
till today considered healthy and hygienic. Hence to capture the market it was positioned as a
hygienic home made snack, a smart move. But still this didnt work, as it was targeted
towards the wrong target group, the working women.
After conducting an extensive research, the firm found that the children were the biggest
consumers of Maggi noodles. Quickly a strategy was developed to capture the kids segment
with various tools of sales promotion like pencils, fun books, Maggi clubs which worked
wonders for it. No doubt the ads of Maggi have shown a hungry kid saying Mummy bhookh
lagi hai to which his mom replies Bas do minute! and soon he is happily eating Maggie
noodles. Further the MAGGI 2-MINUTE Noodles has been renovated to provide 20% of the
RDA 1 of Calcium and Protein for the core target group building on the nutrition proposition
Taste bhi health bhi. The company could have easily positioned the product as a meal, but
did not, as a study had shown that Indian mentality did not accept anything other than rice or
roti as meal. They made it a easy to cook snack that could be prepared in just two minutes.
The formula clicked well and Maggi became a brand name.
Recommended Dietary Allowances for children of 79 years as per Nutritive Value of Indian Foods, published by Indian
Council of Medical Research, Reprinted 04.
2. SITUATION ANALYSIS
Nestls Maggie noodles is the leading brand in the instant noodles segment in India, enjoying
a market share of 79.3%. The brand has grown to an estimated Rs 200 crore & contributes to
around 10% of Nestle Indias top line. Being the pioneer in the noodles market has given it a
first movers advantage over other brands. Maggi has regularly come up with new flavours
and has recently launched two variants- Vegetable Atta and Dal Atta noodles, catering to the
increasing demand for healthy snacks.
Behavioural:
Occasions: Regular, Everyday user-urban, rural-depends on the temporal aspects of the
consumers life(varied usage in terms of time of time of day, week, month, year)
User status: first time user-rural, potential users-semi-urban, heavy users-urban
Usage rate: Heavy user-urban, light-rural, medium-semi-urban
Loyalty status: hard core and shifting loyals
Buyer-Readiness Stage: rural-some are aware, semi-urban:some intend to buy(aware,
informed),urban: informed(some desire,some intend to buy)
Attitude toward product: Enthusiastic, positive
Psychographics:
Lifestyle: Hard pressed for time
The FMCG market is set to treble from US$ 11.6 billion in 2003 to US$ 33.4 billion
in 2015.
Penetration level is only 30% for Maggi Noodles in urban areas as well as per capita
consumption for the Instant noodles and pasta segment is low indicating the untapped
market potential.
Urban
53
69
28
3,758
1
Rural
135
153
72
62,700
3.3
Urban profile
Source:Statistical Outline of India (2005-2006)
Burgeoning Indian population, particularly the middle class segments and the rural
segments, presents an opportunity to makers of branded products to convert
consumers to branded products.
Growth is also likely to come from consumer 'upgrading' in the matured product
categories.
At 4% constant value CAGR into the forecast period, value growth for packaged food
is predicted to remain healthy. Growth will continue to be fuelled by convenience
products such as noodles and ready meals with 200 million people expected to shift to
processed and packaged food by 2010
Manufacturers are introducing low-priced goods in smaller pack sizes. As a result, the
rural marketing efforts have pushed the demand for sachets in many consumer goods
Consumption pie
Source: KSA Technopak Consumer Outlook 2004.
An average Indian spends around 40 per cent of his income on grocery products.
Population (millions)
Population <25 years of age
Urbanisation %
1996
846
480
26
2001
1,012
546
28
2006
1,087
565
31
Consumer Profile
Source: Statistical Outline of India (2005-2006)
Rapid urbanisation, increased literacy and rising per capita income, have all caused
rapid growth and change in demand patterns, leading to an explosion of new
opportunities. Around 45 per cent of the population in India is below 20 years of age
and the young population is set to rise further.
While instant noodles are still not generally consumed as main meals in India, more
individuals are bucking this trend and accepting them as an option. This is, however,
mostly restricted to busy working adults who live independently or only with their
spouse, away from their parents, and who have little time to prepare their own meals
at home. Given the requirements for convenience and saving time, these individuals
resort to easy-to-prepare meals, such as instant noodles.
1200
1000
800
600
Incom e (US
$/annum )
400
200
0
2003 2015
The BRICs report indicates that India's per capita disposable income, currently at
US$ 556 per annum, will rise to US$ 1150 by 2015 -another demand driver. Spurt in
the industrial and services sector growth is also likely to boost the urban consumption
demand.
Only about 8-10 per cent of output is processed and consumed in packaged form, thus
highlighting the huge potential for expansion of this industry. Currently, the semi
processed and ready to eat packaged food segment has a size of over US$ 70 billion
and is growing at 15 per cent per annum.
Growing by a more than robust 21% in current value and 16% in volume, growth in
noodles will be among the fastest in the various packaged food products in India.
(Refer Appendix A: Indian Instant Noodle Market Growth Graphs)
Current value sales of noodles in stood at slightly over Rs 9 billion, with pouch
instant noodles accounting for more than 66% of the total value sales.
For the FY 2005-2006, the growth of Maggi noodles was an impressive 15%, with
sales at Rs 6.75 billion and profit at Rs 2 billion.
79.5
79
78.5
78
77.5
77
2000
2001
2002
2003
2004
2005
2006
QUESTION MARKS
CASH COW
DOGS
High
Market
Growth
Rate
Low
Low
High
2.2 SWOT
Strengths
Weakness
Opportunities
Threats
2.3 COMPETITION
2.3.1 TOP RAMEN
'Don't be a noodle, be a Smoodle,' was the ad that brought the Top Ramen brand into
limelight when it was launched in 1991.
Market share FY 2005-2006: 14%
Variety:
a) Packet Noodles: Macho Masala, Funky Chicken, Oye Tomato, Curry Smoodles.
b) Cup Noodles: Spicy Vegetable, Tangy Chicken
Packaging and Pricing:
Top Ramen
Packet Noodles
Cup Noodles
Pack Size
(gm)
50
100
400
80
Price
(Rs)
5
10
34
20
ITC launched India's first instant pasta snack, Sunfeast Pasta Treat in 2005. Made from high
protein Durum wheat, Sunfeast Pasta Treat is not fried and does not contain maida, making it
a nutritious snack. This ready to cook pasta comes with a sauce maker inside the pack.
Market share FY 2005-2006: The ready-to-eat Sunfeast Pasta Treat has clocked 6% of the
branded noodles volume in just one year.
Variety: It is currently available in four exciting flavours: Masala, Tomato and Cheese, Sour
Cream Onion and Cheese.
Pricing: priced at Rs. 12/- for the Masala flavour and Rs.15/- for Tomato and Cheese, Sour
Cream Onion and Cheese.
Packaging: Each pack is an 83 gm pack with a 15 gm sauce maker
Distributor: ITC Limited
USP: Sunfeast is made from durum wheat and is promoted as a healthy alternative to instant
noodles made from the less healthy maida (a type of wheat flour that is slightly lower in
quality).
Physique
Yellow packaging,
Tasty
Relationship
Fast to cook and good to
eat,
Mummy bhookh lagi,
Taste bhi health bhi
Reflection
Family oriented
Fun-loving
Maggi Noodles
Culture
Family,
Dual Income,
Self Image
Kid,
Independence
50
100
200
400
600
800
Chicken
100
Curry
100
Tomato
100
Vegetable Atta Noodles
100
400
Vegetable Dal Atta Noodles
100
400
Variants, Packaging, Prices
Price
(Rs)
5
10
20
38
54
72
10
10
10
13
50
13
50
2005
63.0
20.0
16.6
0.4
100.0
2006
62.8
20.0
16.8
0.4
100.0
India Dried Pasta & Noodles off-trade distribution channels, by value, 2005-2006 (%)
Source: Denis Mason, Datamonitor
Maggi has had the first mover advantage with respect to the Instant noodles segment
in the Indian market.
Continued innovation in terms of flavours and themes from an ordinary 2 minute
bite to a healthy snack.
To sustain its growth and maintain its position as the leader in the Instant Noodles
segment: Nissins Top Ramen and recently ITCs Sunfeast pasta have been eating
into Maggi Noodles market share of the Instant Noodles Market.
3. MARKETING STRATEGY
3.1 MISSION
To be considered as the number one snacking option of India combining the values of
convenience, taste and health.
Increase value market share to 80% in the instant noodles market by 2007-08 from
the current 79.3%.
To promote Maggi noodles as a healthy ready to eat convenient food among mothers
and single working professionals.
To provide line extension by introducing Cup Noodles/Mug Noodles.
To upgrade the existing product features viz. packaging, ingredients, special additives
based on consumer feedback.
Existing
Markets
New
Markets
New products
MARKET PENETRATION
PRODUCT DEVELOPMENT
MARKET DEVELOPMENT
DIVERSIFICATION
1995
2000
2005
2010
2015
189,211
114,583
153,781
103,179
294,103
358,164
202,754
86,585
184,457
117,137
160,728
110,642
319,267
398,405
232,801
99,728
184,376
114,226
162,495
115,126
336,193
440,655
261,349
117,168
86,585
189,211
Children: (2-9 years old)
202,754
114,583
153,781
358,164
103,179
294,103
baby sitters or day care help and use the larger extended family or friends to help with care
and supervision of children.
Rush for pre-school admissions
Throughout urban India, parents of nursery age children are looking to send them in the best
private school they can afford. Pre-schools for toddlers in the 2-3 age group are mushrooming
all over the country, as anxious parents recognise the perceived benefits these can bring.
'000
Male
Female
TOTAL
as % of
total
population
1990
87,953
82,046
169,999
20.29
1995
93,797
87,724
181,521
19.67
2000
97,055
90,885
187,940
18.63
2005
97,624
91,588
189,211
17.37
2010
95,041
89,416
184,457
15.82
2015
94,897
89,478
184,376
14.88
1990
46,682
43,098
89,781
10.71
1995
52,240
48,320
100,560
10.90
2000
56,672
52,630
109,302
10.84
2005
59,329
55,254
114,583
10.52
2010
60,571
56,565
117,137
10.04
2015
58,960
55,266
114,226
9.22
'000
Male
Female
TOTAL
as % of
total
population
1990
62,853
57,440
120,293
14.35
1995
66,433
61,212
127,645
13.83
2000
74,027
68,405
142,432
14.12
2005
79,765
74,017
153,781
14.12
2010
83,246
77,482
160,728
13.78
2015
84,033
78,462
162,495
13.11
1990
42,311
38,501
80,812
9.64
1995
44,932
40,986
85,918
9.31
2000
47,947
44,127
92,074
9.13
2005
53,651
49,528
103,179
9.47
2010
57,402
53,240
110,642
9.49
2015
59,638
55,489
115,126
9.29
rising 12% each year at twice the pace of the economys growth according to various trade
press publications. Young adults grew 8% in numbers over the 1999-2004 period and is likely
to grow at approximately the same pace.
Rising disposable incomes
College graduates and students still studying are landing well-paying jobs in a host of
emerging industries that barely existed at the start of the new millennium retail chains, fast
food restaurants, mobile phone companies, call centres and data processing firms. Many have
access to disposable incomes of Rs8,000-10,000 per month thanks to the BPO boom in India.
This age group still does not have responsibilities of running a household, marriage or worry
about their childrens education. Thus, this income is almost entirely spent on non-essential
items. Most purchases made by this age group are on impulse. There are 16 million urban
consumers in the 20-25 age group.
Need for convenience
Many single working professionals have to live away from their parents due to the demand of
the jobs. This yuppies (young upwardly mobile professionals) class has a hard time preparing
food and for them convenience is major issue. They are ready to pay a premium for quality
and convenience. Also always being on the move they have a need for food item that can be
easily consumed and disposed of.
'000
Male
Female
TOTAL
as % of
total
population
1990
120,916
109,923
230,839
27.55
1995
130,305
118,843
249,149
27.00
2000
141,223
129,353
270,576
26.83
2005
153,026
141,077
294,103
27.00
2010
165,790
153,477
319,267
27.38
2015
174,236
161,957
336,193
27.13
1990
125,217
118,079
243,295
29.03
1995
143,223
134,120
277,343
30.06
2000
163,764
152,300
316,065
31.34
2005
186,055
172,109
358,164
32.89
2010
206,920
191,486
398,405
34.16
2015
228,338
212,317
440,655
35.56
7) BABY BOOMERS
The concept of baby boomers may not be that relevant to India notwithstanding the impact of
and its participation in World War II. This generation has virtually seen it all right from
Indian Independence (1947) to the Indo-Pakistan war (1965). However, having been born in
an age of constrained resources, this segment is somewhat cautious about its approach to
consumerist tendencies although it is adopting some of them. For example, a number use
mobile phones for their functional use but frown on the use of credit cards and buying
branded clothing.
Health-related products, childrens education, automobiles, retirement planning, insurance
products and vacations form the bulk of their expense.
'000
Male
Female
TOTAL
as % of
total
population
1990
68,010
66,202
134,212
16.02
1995
77,278
74,368
151,646
16.43
2000
89,882
85,105
174,986
17.35
2005
104,720
98,034
202,754
18.62
2010
120,490
112,310
232,801
19.96
2015
135,142
126,207
261,349
21.09
8) PENSIONERS
In the 1950s and 1960s, government jobs were among the few acceptable job occupations for
people from respectable households. Changing technology and globalisation have changed
that with unconventional income opportunities now presenting themselves to Indians. Some
pensioners have sought and enjoyed success in information technology-related endeavours
whilst others have put their considerable English language skills to good use in service
industries. Pensioners have been the hardest hit section of the population. With declining
interest rates, they have had to play a more active role in financial management. Some of
them are even trying to keep abreast of current happenings and learning how to use a
computer or access the Internet.
There food preferences are shaped by their health conditions and they stick to their preferred
food items.
Independent living on the rise
From the 1980s onwards, there has been a steady migration of young adults and students to
the US, in search of better opportunities. Most have chosen to settle and make their lives in
that country. Therefore, their ageing parents have had to learn to continue to live
independently.
Retirement communities viewed as an option
Retirement homes were previously viewed negatively in India. If the elderly went there, it
meant they had no one to care for them, and were in a sense for the destitute elderly. In the
new urban India, however, well-appointed retirement communities are mushrooming, and
couples in their 60s are going there of their own volition.
While the numbers are not yet significant, a trend is likely to increase in line with growth in
the numbers of Indias elderly. It is also now an option for the middle-income and salaried
classes. In families where there is a proprietary business, or a family practice, two-to-three
generations will continue to live together.
'000
Male
Female
TOTAL
as % of
total
population
1990
28,085
28,944
57,029
6.81
1995
31,905
33,737
65,643
7.11
2000
36,292
39,420
75,712
7.51
2005
41,109
45,476
86,585
7.95
2010
47,286
52,441
99,728
8.55
2015
55,928
61,240
117,168
9.45
Children and Tweenagers: This is a large segment and is Maggis stronghold. The
age group between 4 and 14 years has largely similar tastes and is traditionally
targeted by Maggi. These segments perceive Maggi instant noodles as a welcome
change in taste from the regular Indian fare and they are fascinated by the curly
shaped noodles. For these segments innovative products also have novelty value,
however, certain dominant preferences emerge. Realizing this early, Maggi shifted
focus from the lady of the house to the end consumer i.e. children themselves ending
up as the market leader of the instant noodles segment. Early buy in of this segment
will help Maggi to sell in other segments in future.
Studying Age: The studying age segment though not traditionally targeted
specifically has been devouring Maggi 2 minute noodles. The proposition of
convenience of cooking as well as that of a tasty filling snack attracts this segment
which due to erratic schedules keeps missing their regular meals.
Young Adults: The growing class of affluent young adults does not mind paying
higher prices for quality products. They are hard pressed for time and would pay
a premium for convenience. This segment has a good top of the mind recall of
Maggi as a brand as the current members of this group were the targets of Maggi
in the 1980s and they retain fond memories of Maggi, a emotional bond which
can be leveraged to win them over to Maggi Cup O Noodles. This segment is
growing and has the potential of accepting Maggi as a mainstream food item as
they see instant noodles as a natural part of Indian food culture.
4. MARKETING MIX
4.1 CONSUMER SOLUTION
The instant noodles segment of Maggi is the market leader in its segment. Available in 4
flavours, the Masala flavour is the hot favourite by a huge margin followed by Maggi
Vegetable Atta and Tomato flavour. The Maggi Dal Atta variant shows a poor response.
4.1.1 IMPROVING THE DAL ATTA VARIANT
Maggi Dal Atta variant ranks really low on taste as suggested by the Marketing Research
Survey. The existing Sambar taste doesnt go too well with consumers even from the south
Indian market. For which we plan to replace the existing Tastemaker with a Spicier
Tastemaker to go with the traditional Spicy Indian taste.
4.1.2 NEW PRODUCT: THE CUP-O-MAGGI
Maggi is market leader in its segment but it still has no product to challenge the growing
threat posed by Cup Noodles from Top Ramen, its closest competitor. The cup noodle market
is expanding rapidly and there is a huge scope for gaining further market share by entering
this segment which is currently dominated by Top Ramen. To challenge this threat we
propose to launch a new product to directly compete in this segment with the name Cup- O
Maggi.
Features of Cup O Maggi
To be made available in two flavours Masala and Chicken to cater to the overall
market palate.
The noodles will be available in a Plastic cup and just require hot water to be added to
prepare them. This is to capture the market which has a growing demand towards
convenience foods.
Dried Vegetables and Dried Chicken chunks to be made available inside the cup
The new improved spicier Tastemaker also to be added to the cup
The Market Research Survey importuned us to improve the taste and provide better health
benefits. For this purpose the improved Tastemaker has been added to Cup-O-Maggi. To cater
to the demands of the growing health conscious people nutritious veggies and chicken chunks
have also been added. These extra pieces are already available with the Maggi range of soups
and the same can be used in Cup-O-Maggi also thus dispenses the need for setting up of a
new processing factory specially for the manufacturing of food pieces.
4.1.3 PACKAGING
Major changes are required in the packaging of Maggi noodles as suggested by the Marketing
Research Survey:
Increase the thickness of the plastic sheets used in the Maggi Noodles packets to give
more strength to the packet and allow easy & safe opening of the pack
To provide a Zip-Seal facility along with the existing sealing to allow the packets to
be stored easily
Masala
50
100
10
10
200
20
20
400
38
36
600
54
54
800
72
72
Chicken
100
10
10
Curry
100
10
10
Tomato
100
10
10
100
13
13
400
50
50
100
13
13
400
50
50
Price Revised
(Rs)
Price
Maggi 2 Minute Noodles Proposed Revised Prices for existing package sizes
Reducing the price of the 400g pack of Maggi Masala is a very aggressive move to directly
attack the competitor whose 400g variant is priced at Rs 34. The effect of the downward
revision in price can be offset by the increase in sales volume.
Pricing strategy for the launch of Cup-O-Maggi is based on the objective of achieving
Product Quality leadership. Its segment is less price-sensitive so it will be premium priced
to target the higher end customers. Creation of a premium brand gives the company an
opportunity to provide a differential pricing and service offering to the customer thereby
creating a key differentiator.
CUP-O-MAGGI
Masala
Chicken
Price (Rs)
20
20
4.3 CONVENIENCE
To keep up with the growing trends in the Noodles sector, an intensive dealer-distributor
network is desired. Maggi has a well established distribution network. As of now, the strength
of our already robust distribution network could be leveraged to introduce and sell our new
product: Cup-o-Maggi noodles, as also the improved versions of the Dal Atta variant. The
target markets of Cup-o-Maggi are primarily present in the metropolitan cities as well as the
tier-II cities.
In addition for Cup O Maggi we propose that:
Maggi Noodles have tie-ups with Corporate Houses
Depending on the initial sales of Cup O Maggi, introduce vending machines for the
same at schools, colleges as well as corporate houses.
4.4 COMMUNICATION
PROMOTION OF CUP O MAGGI
With the introduction of Cup-o-Maggi noodles, we propose to move away from the Child
and Mother approach of Maggi. The Cup noodles would be targeted at the young single
professionals, as also the housewives, basically people who might prefer to go for a quick
meal instead of cooking a whole traditional Indian meal, specially in case of early work-day
mornings or a tired-evening quick snack (in case of professionals). An associated tagline
with the Cup-o-Maggi advertisement campaign could be: Cup-o-Maggi: Healthy Snack
Anywhere, Anytime!
SUGGESTED FUTURE CUP O MAGGI ADVERTISING CAMPAIGN
World Cup 2007 (13th March 2007 to 28th April 2007)
Families, couples, kids all enjoying their cricket with Cup O Maggi; at home, drive-in
screens. Get a cricketer to endorse Maggi noodles.
GENERAL PROMOTION
Events and Experiences: Hold the Online Maggie Recipe Challenge, wherein innovative
recipes with Maggi Noodles as a base are invited. Winning entries are compiled into an ecookbook which is published online.
Celebrity endorsement: Maggi has associated itself with celebrities like Bollywood actress
Priety Zinta recently. The reason being Maggi has always been the kids snack. The same is
brought out and highlighted in the charms of Preity and her bubbly and vivacious zing, with
which she portrays the brand that is Maggi.
Television Advertisements: Portraying hassled double income families, finding relief at the
end of a tiring day with a quickly conjured up bowl of Maggi 2 Minute noodles. Portray
different flavours available and focus on the health aspect of the fortified 2 minute Noodles
and the Dal and Vegetable Atta Noodles. Communicate the new improved east-to-use
packaging and the going spicy of Dal Atta Noodles.
1400
1200
1000
800
600
400
200
B
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Im
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Pr
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e
T
Pa as
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ag
in
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A
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In
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Va ts
rie
ty
4.5.2 Attributes on which Top ramen smoodles performs better then Maggi
noodles
Ingredients
Packaging
Taste
Price
0
20
40
60
80
100
120
140
4.5.3 Attributes on which Top ramen cup noodles performs better then Maggi noodles
Ingredients
Convenience in
cooking
Packaging
Taste
0
20
40
60
80
800 gms
600 gms
400 gms
200 gms
100 gms
50 gms
0
0.1
0.2
0.3
0.4
0.5
100
120
11.02%
6.82%
43.31%
Plain maggi
With vegetables
With chicken
38.85%
Your secret
recipe
5. FINANCIALS
5.1 BREAKEVEN ANALYSIS OF A 100 TONNE CAPACITY PLANT
OF CUP O MAGGI NOODLES
In this analysis we will look for the different costs involved in the production of Maggi cup
noodles and then comparing it with the total sales to find out the minimum efficiency at which
the plant should operate in order to have a neither loss nor profit relationship. This is done by
finding the Break-Even point of operation. If the plant operates at the efficiency higher than
that indicated by the Break-Even point than the plant operates at a profit and vice-versa.
The cost involved in the production can be divided into two categories viz. fixed cost and
variable cost. They can be defined as
Fixed cost: This is the cost which is independent of the quantity of the product produced e.g.
Land &Building cost, plant & Machinery cost etc.
Variable Cost: this is the cost that varies with per unit of product produced e.g. Raw material
cost, packaging cost etc.
The break up of the various costs is shown below
1. Fixed Cost
A. Land and Building
A plot of land of about 200 sq.mtrs. with built-up area of 100 sq.mtrs. is sufficient. Land
would cost around Rs.60,000/- whereas cost of construction could be Rs.2.50 lacs. Main
production area would occupy around 50 sq.mtrs. whereas packing room and storage area
would occupy balance area.
Particulars
Land
Building
Cost (Rs.)
60,000
2,50,000
3,10,000
Qty.
Price (Rs)
Extrusion Machine
Pre-conditioner
Mixer ( 50 kgs capacity)
Pouch Packing and Sealing
Machine
Weighing Scale
1
1
1
1
1,00,000
80,000
1,00,000
1,00,000
1
TOTAL
10,000
3,90,000
C. Miscellaneous Assets
Other assets like furniture and fixtures, storage facilities, working tables, SS utensils, etc.
would call for expenditure of Rs. 50,000/-.
D. Utilities
Power requirement shall be 20 HP whereas per day water requirement would be 500-550
liters. Annual expenditure at full capacity utilization will be Rs. 1,10,000/-.
2. Variable costs
A.MANPOWER REQUIREMENTS
Particulars
Nos.
Monthly
Salary (Rs)
Total Monthly
Salary (Rs)
Machine Operators
Skilled Workers for
Packing
Semi-skilled Workers
Helpers
Salesman
2
2
4,000
3,000
8,000
6,000
2
2
2
2,000
1,000
2,000
Total
4,000
2,000
4,000
24,000
Qty.
(Tonnes)
Price/Ton
(Rs.)
Value
Raw Material
100
70,000
70,00,000
Packing Material
100
@ Rs.20,000/ Ton of
Finished Goods
Total
20,00,000
90,00,000
C. Selling Expenses
Marketing will be a key element. Expenses shall have to be incurred on transportation,
Publicity in local media like newspapers, hoardings and TV scroll, selling commission, free
Sampling etc. A provision of 30% of sales value is made every year to take care of these
Expenses since the product is new thus more emphasis is given on this section. This expense
can be reduced once the product is well established in market.
FINAL TOTAL COST ANALYSIS
FIXED COSTS
Land and Building
In Rs.
3,10,000
3,90,000
Miscellaneous Assets
50,000
Utilities
1,10,000
8,60,000
Per tonne of production
24,000
90,000
Selling Expenses
Let total production be X tones. Since the 80 gm pack of Maggi is available for Rs.20 i.e.
Rs.250/kg so lets say that Maggi Noodle is supplied to the market agent at Rs. 180/kg
So for no profit no loss equation is
860000+ (1,14,000*X) + (30/100)*X*1000*180= (180*X*1000)
860000 = (180000-114000-54000)*X
X = 71.66 tonnes
Final conclusion: The plant must operate at the minimum efficiency of 71.66% in order to
reach break-even analysis point i.e. not to suffer any loss.
5.1.3 GRAPHICAL BREAK-EVEN ANALYSIS
The result obtained above can be verified by plotting a graph between the total cost and
Quantity of Maggi produced. The graph is shown below.
20
15
10
Variable Cost
Revenue
Cash Balance
5
0
0
20
40
60
80
100
120
-5
Sales (in tonnes)
For the year 2007 Projected value of instant noodles category (Refer Appendix B)= Rs.
8,611.1 million
The desired market share by value = 80%
Therefore, projected value the sales need to be 80% * Rs.8611.11 = Rs. 6888.88 million.
Sales by volume
Average retail price per 100 gms of Maggi (across all SKUs) = Rs.9
Price for one thousand Tonnes of Maggi = 9 * 10^7 rupees
Projected value of sales = Rs. 6888.88 million
Therefore, Projected volume sales = (Projected Value of Sales / Price per thousand Tonnes)
= 76.5 thousand Tonnes.
For year 2007 projected category sales = 96.9 thousand Tonnes.
Therefore, volume market share of 78.95 % for the year 2007 is projected.
For the year 2007 Projected value of cup noodles category (Refer Appendix B) = Rs. 143.1
million
The suggested target market share by value = 20%
Therefore, projected value the sales need to be 20% * Rs.143.1 = Rs. 28.62 million.
Sales by volume
Instant noodles
2001
79.3
2002
77.3
2003
78.1
2004
78.5
Instant
noodles
Cups/bowl
instant
noodles
2005
6,077.5
2006
7,300.6
2007
8,611.1
2008
9,959.2
2009
11,319.4
2010
12,667.3
84.8
112.6
143.1
175.2
206.8
237.6
Instant
noodles
Cups/bowl
instant
noodles
Source:
2005
59.9
2006
71.6
2007
84.0
2008
96.9
2009
110.1
2010
123.1
0.3
0.5
0.6
0.8
0.9
1.1
Trade press (The Economic Times, The Hindu Business Line, Financial Express, Business Standard, India
Infoline, agencyfaqs.com, Mid-day, rediff.com), Company research, Trade interviews, Euromonitor
International estimates